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Sustainable Development as an Integrated Business Approach

Sustainable Development as an Integrated Business Approach. Tools and Strategies 15 October 2004 Stephen Raab and Sean Kiernan. InterGen Overview. Overview of InterGen’s international operations Challenges integrating Corporate Social Responsibility and Sustainable Development programs

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Sustainable Development as an Integrated Business Approach

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  1. Sustainable Development as an Integrated Business Approach Tools and Strategies 15 October 2004 Stephen Raab and Sean Kiernan

  2. InterGen Overview Overview of InterGen’s international operations Challenges integrating Corporate Social Responsibility and Sustainable Development programs HSE and SD – the perfect marriage? Early history of InterGen’s SD programs Why do we need more? What will full integration of SD achieve? InterGen’s corporate SD Policy SD Global Standards structure

  3. InterGen Overview SD/CSR indicators Application of SD tools InterGen SD Screening and Gap Analysis Tool SD gap analysis program implementation Asset specific SD plans Overview of corporate SD program Success factors of corporate SD program Please do not hesitate to call!

  4. InterGen Global Portfolio United Kingdom United Kingdom Netherlands Rocksavage 780MW Rocksavage 780MW p p p Rinjmond Energie 795MW Coryton Coryton 795MW 795MW p p Spalding 795MW Spalding 795MW n n Turkey Adapazari 780MW p Gebze 1,555MW p Izmir 1,525MW p North America Wildflower (CA) 215MW p Cottonwood (TX) 1,235MW p Magnolia (MI) 900MW p Redbud (OK) 1,160MW p Colombia China TermoEmcali 235MW p Meizhou Wan 725MW p Philippines p Quezon 440MW Singapore Mexico Egypt Egypt p Island Power 750MW Bajio 600MW p Sidi Krir 685MW Sidi Krir 685MW p p La Rosita (Base) 765MW p La Rosita ( Peaker ) 300MW p Australia Australia Millmerran 840MW Millmerran 840MW p p Callide C 840MW Callide C 840MW p p

  5. Challenges of SD/CSR Program Integration • Its not community/public relations • Programs supported by multiple functional groups (Legal, BD, O&M, Public Affairs, HSE) • Short-sighted promises made in development need to get carried into operations • Environmental conditions • Technology (emission controls) • Economic conditions • Merchant facility vs. fully contracted facility • Social Conditions • Developed vs. Developing Countries

  6. HSE and Sustainable Development – The Perfect Marriage? • Young company (less than 10 years old) • HSE program development had three-year lead time • Proven three-tiered program structure • Policies • Global Standards • Site Specific Programs • Continuous improvement well established • Functional groups • SD benefits from proven and integrated HSE structure

  7. Early History of InterGen’s SD Program • Philippines • Social programs: education, health and nutrition program for nearby village • Australia • Cultural sensitivity program for nearby Aboriginal tribes • Mexico • Green building design and technology for nearby village

  8. Why do we need to do more? • Lack of identification of SD risks/opportunities • Inconsistency in project SD screening • Varying focus on environmental, economic and social aspects • Difficult to budget through life of project • Overall lack of clarity – special program or the way we do business?

  9. What will full integration of SD achieve? • Able to meet DJ GSI/London FTSE4Good criteria? • Positive effect on financial performance? • Reduction of environmental compliance risk? • Reduction of environmental/social risk to business development (permitting phase)?

  10. Integration of SD at InterGen • Corporate SD Policy • Corporate Commitment • Integrated Management • Communications • Environmental Stewardship • Impact Mitigation • Use of Natural Resources • Economic Development • Employment • Community Development • Human Rights • Cultural Sensitivity

  11. Governance Corporate Commitment SDM-HSE-0101 Integrated Management SDM-HSE-0102 Communications SDM-HSE-0103 Environmental Stewardship SDM-HSE-0104 Economic Development SDM-HSE-0107 Community Development SDM-HSE-0109 Impact Mitigation SDM-HSE-0105 Employment SDM-HSE-0108 Human Rights SDM-HSE-0110 Use of Natural Resources SDM-HSE-0106 Cultural Sensitivity SDM-HSE-0111 SD Global Standards Structure • InterGen Sustainable Development Model (ISDM) InterGen Corporate Policy 1.17 - Sustainable Development Environmental Economic Social

  12. SD/CSR Indicators • Alignment with externally recognized indicators via WEC ICSR Tool • GRI: Global Reporting Initiative Sustainability Reporting Guidelines • BSR: Business for Social Responsibility “Introduction to Corporate Social Responsibility” • Sullivan: Global Sullivan Principles • United Nations: Kofi Annan's United Nations Global Compact Principles • OECD: Organization for Economic Cooperation and Development Guidelines for Multinational Enterprises • SA8000: Council on Economic Priorities "Social Accountability 8000 Standard"

  13. Application of SD Tools • Gap Analysis Tool • Single tool supports a consistent approach worldwide • Tool can be applied in all phases of power business (business development, engineering & design, construction and operations) • Tool enables assets to assess, on an item-by-item basis, the project specific sustainable development risks and opportunities • Gaps identified can be rolled into a prioritized Gap Implementation Plan • A, B & C priorities reviewed and addressed

  14. InterGen SD Screening & Gap Analysis Tool

  15. SD Gap Analysis Program Implementation • Environmental • GHG Protocol • Economic • Economic Impact Assessment • Social • Community Needs Assessment Tool

  16. Asset Specific SD Plans • Identification of annual SD risks/opportunities • Development of prioritized annual SD goals and objectives • Goals placed into site specific objectives year-to-year

  17. Overview of InterGen’s Corp SD Program SD Infrastructure: • Corporate SD Policy • SD Global Standards • Alignment with International SD/CSR Indicators Applying SD: • SD Screening and Gap Analysis • SD Gap Implementation • Consistent Project SD Plans

  18. Success Factors of Corporate SD Program • Corporate level screening of SD risk/opportunities – Corporate SD Policy • Project/Asset level screening of SD risks/opportunities • Development of prioritized overall Project SD implementation plan • SD performance measurement, benchmarking, continuous improvement • Ability to perform at DJ GSI and FTSE 4 Good level

  19. Please do not hesitate to call! InterGen 15 Wayside Road Burlington, Massachusetts 01803 USA • Stephen Raab • sraab@intergen.com • Office: (781) 993-3035 • Mobile: (617) 331-8993 • Sean Kiernan • skiernan@intergen.com • Office: (781) 993-3037 • Mobile: (617) 799-2263

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